Our Information Management

Our information methodology is applied across the whole program including the typical areas such as configuration management, financial management systems, and earned value management.

Our suggested Information management tools are used across ideally across the whole of the program management life cycle, and it is only a question of how soon they can be established and operational.

The Control Center is the center or place to control the program. To be in control of the program not only involves the timely information of performance reports and dashboards but also a complete understanding the potential impact of the constantly changing factors and how they can or are impacting on the program. Also every team member must be empowered to be able flag issues at any time, ask questions, raise new risks, update information on existing risks, and assign issues to person(s) while notifying others automatically to keep the relevant stakeholders informed.

The Control Center empowers the program manager to make decisions quickly based on a solid foundation of facts. Its importance is when corrective actions are required; therefore, decisions must be made to fully address the problem situations. If all the facts are available within the Control Center, then very little decision time will be required to make the right decision.

Control involves guiding project/program efforts toward the attainment of organizational goals. Control seeks to ensure effective use of resources, requiring correction of problems and focused on rewarding achievement.

The control provides an understanding of what is going on and Project / Program managers should visit operations, and see for themselves what is going on. As part of the Control Center, the following are suggested

Performance standards to be set at the beginning of the project. These provide technical specifications, budgeted costs, schedules, and resource requirements. Source documents include user specifications and the project plan.

Comparisons are made between actual performance and the plan during operations (assessment). Major project control elements include projected completion date and total estimated project cost. When severe variances are experienced, the adoption of corrective action needs to be considered.

Our Information Management will be used as an information store so information can be pushed or pulled to the extended stakeholder community. The level and amount of detail required by the stakeholders is determined when the team prepares the stakeholder register. Information contained includes decisions made and resultant impacts on the program life cycle and/or project life cycle. It includes questions and answers, assumptions made, and the impacts on the program life cycle and/or project life cycle. All stakeholders will have access to the Information Management tools, and it will provide a dashboard of the program status as well as an information history categorized to the main program benefits and project deliverables.

The tools will be involved in centralized planning and as cost control information system with the following key elements: commitment of all levels of management to the implementation of the system, analysis of procedures, customization and/or development, up-grade of information technology infrastructure, definition of new roles in the administration

Our process involves how individuals gather, convert or share information is increasingly influenced by smartphone applications. Through providing access to online information at the tips of one’s fingers mobile devices and related apps provide great potential for various project, program and portfolio stakeholders. While many providers for project management support tools, such as Trello and Asana, offer their services as apps. Using a structured approach we can classify today’s project management apps available in markets on a classification framework that comprises of nine variables.

Our Framework to Classify Project Management Apps